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Reinforcement strategiesReinforcement strategiesWhen generating reward strategies at Step 4 above, the following possibilities should be borne in mind: Financial reinforcementTraditionally financial reinforcement is the most explicit of the reinforcement mechanisms used in organizations today, particularly in sales oriented cultures. The use of bonus payments, prizes and other tangible rewards is common. To be effective the financial reinforcement needs to be clearly, closely and visibly linked to the behaviours and performance that the organization requires. A reward to an outbound call centre employee for a specific number of appointments made on behalf of the sales force would be an example of a reinforcement closely linked to a specified behaviour. A more sophisticated system might link the reward to not only the number of appointments but also the quality of the subsequent meeting and also the quality of the customer interaction. An organization-wide performance bonus unrelated to an individual’s contribution to that performance would be an example of a poorly linked reinforcement. Non-financial reinforcementNon-financial reinforcement tends to take the form of feedback given to an individual about performance on specific tasks. The more specific the feedback is, the more impactful the reinforcement can be. This feedback can take both positive and negative forms. This might well depend on the organizational culture and the managerial style of the boss. This feedback perhaps could take the form of a coaching conversation, where specific effective behaviours are encouraged, and specific ineffective behaviours are discouraged and alternatives generated. Social reinforcementSocial reinforcement takes the form of interpersonal actions: that is, communications of either a positive or negative nature. Praise, compliments, general recognition, perhaps greater (or lesser) attention can all act as a positive reinforcement for particular behaviours and outcomes. Similarly social reinforcement could also take the form of ‘naming and shaming’ for ineffective performance. Social reinforcement is not only useful for performance issues, but can be extremely useful when an organizational culture change is underway. Group approval or disapproval can be a determining factor in defining what behaviours are acceptable or unacceptable within the culture. New starters in an organization often spend quite some time working out which behaviours attract which reactions from bosses and colleagues. 829
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